In October I completed the Strategy module of the OUBS MBA - very interesting module that stays at a ‘helicopter view’ of organisational strategy. The course uses a Johnson and Scholes model of Analysis, Choice and Implementation as a basis and examines the links between strategy, structure and systems in some detail. The course residential brings this together very well and clarifies how the models may be used to ‘funnel down’ from the analysis to arrive at the issues around implementation. Why such a focus on implementation? I think it’s clear to most of us that CEOs who fail tend to fail on execution not strategy. All strategies work to some extent but a failure to execute is a relatively common problem.
Next course is the ‘Making a Difference’ 12 month module. This new course has received some bad press. The objective is to start with self-analysis as a manager and propose how your strengths and weaknesses can be managed and put to use on a project that will make a difference to your organisation. This type of course addresses the criticism that MBA schools turn out knowledgeable but inexperienced managers - to succeed in this module you have to learn and demonstrate experience. So far I am interested and believe this is a positive subject as part of an MBA
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